CHS Strategic Plan

Meeker-McLeod-Sibley

Community Health Services

Strategic Plan

2012-2015

Mission

Lead efforts to protect and promote the health of the people in Meeker-McLeod-

Sibley counties through education, empowerment and provision of essential

public health services.

MMS CHS Strategic Plan Page 3

This document will be reviewed annually at a MMS CHS Board Meeting. An annual report will assess

progress towards the goals and objectives set and show how targets are monitored.

Reviewed:

Strategic Plan Revisions

Date Reviewed Staff Initial CHB

approved

Board Chair Signature


Purpose

The purpose of the Meeker-McLeod-Sibley Community Health Services Strategic Plan is to:

Establish realistic goals, objectives, indicators and activities consistent with our mission

within a time frame and within the organizations’ capacity for implementation.

Communicate goals, objectives, indicators and activities to all public health staff, the

Meeker-McLeod-Sibley Healthy Communities Collaborative, all community partners

including health care partners.

Provide a framework for evaluating ongoing progress towards long range goals

Provide an organizational focus to guide staff alignment towards Meeker-McLeod-Sibley

Community Health Services Strategic Goals.

Guiding Principles for Meeker-McLeod-Sibley Community Health Services

Accountability

Stewards of public trust and public funds

Responsible to the people of Meeker, McLeod, Sibley Counties and the

Community Health Board

Providing cost effective services

Wisely manage resources

Cohesive

Individual county goals aligned with MMS CHS goals

Supportive of collaboration

Education

Fostering health awareness through education

Trained and knowledgeable staff

Evidence-Based

Services and interventions based in science

Measurable outcomes


Flexibility

Resiliency

Responsive to needs

Innovative

Catalyst to growth

Fostering new ways to address old issues

Prevention

Focus on primary prevention

Population based services

Quality

Honest and ethical

Continuously working toward improvement

Make measurable difference in the lives of residents

Respect

Treat each other with esteem and dignity

Value diversity in the workplace and in clients

Client centered

Introduction

Meeker-McLeod -Sibley Community Health Services (MMS CHS) is the governing entity for

public health services under Minnesota Statute 145A. A Joint Powers Agreement was formed in

1980. The governing entity for MMS CHS is the Community Health Board (CHB) and consists

of all five commissioners from each of the three counties for a total of fifteen commissioners.

MMS CHS has a long history of working together in numerous public health programs. This

collaboration under the community health board arrangement has allowed MMS CHS to be more

efficient and effective in the delivery of public health programs, streamline work plans and

reduce duplication in reporting.

According to MN Statute 145A, Community Health Boards are required to complete a

community health assessment (CHA) and community health improvement (CHIP) plan, every

five years. In 2011 this requirement was changed to include submission of a strategic plan and a

quality improvement plan by February 2015.


In light of the new requirements, Meeker-McLeod-Sibley formed a Performance Excellence

Team to spearhead the development of a strategic plan, a quality improvement and to facilitate

the collaborative process for the CHA and CHIP. The following plan describes the process that

staff went through to identify and prioritize goals, objectives and indicators that work towards

the mission and vision of MMS CHS.

Strategic Planning Process

Background

The Strategic Planning Process was developed by the Minnesota Department of Health (MDH)

and is based on the national public health accreditation standards issued by the Public Health

Accreditation Board (PHAB).

The strategic planning process was mapped out as:

See Appendix A for a more detailed diagram

In May of 2012 MDH staff facilitated a Strategic Planning Session for the MMS CHS

Performance Excellence Team (PET). Members of PET include two staff with identified

strengths in strategic thinking skills, each director from the counties, the MMS Accreditation

Coordinator and the Community Health Services Administrator.

Meeker County

Public Health

McLeod County

Public Health

Sibley County

Public Health

Community Health

Services

Diane Winter-

Director

Kathy Nowak-

Director

Laura Reid-

Director

Allie Freidrichs-

Director

Michelle Koch- PHN

Linda Senst- PHN Mary Bachman-

Health Educator

Linda Bauck- MDH

Facilitator

Pam Miller- PHN

Melissa Kernan-PHN Rachel Fruhwirth-

PHN

Wendy Kvale-MDH

Facilitator

Kerry Ward – Health

Educator*

Andrea Kaminski-MDH

Facilitator *Accreditation Coordinator joined PET at a later date


Strengths, Weakness, Opportunities and Challenges (SWOC) Analysis

Staff discussed a variety of existing documents that they had recently reviewed, including (MN

Public Health Assessment and Planning Process, Strategic Planning Facilitated Session

Overview, and the Local and Tribal Public Health Strategic Planning Overview). Staff also

reviewed the agency self-assessment that was submitted to MDH. They reflected on these, as

well as their own experience, as they listed accomplishments and strengths, weaknesses and

opportunities and challenges (SWOC analysis) for the future:

Strengths/Accomplishments

Willingness to try new technologies

The way the agencies work together,

collaborative team structures

Strong collaborative relationship

building externally, with community

partners, stakeholders & added

community partners

CHB -diversity of grants and a larger

number of grants (good grant writers)

Directors are good at utilizing staff’s

strengths and placing them in

appropriate placement in strengths

areas

Commitment of team building and staff

development

Experienced staff, high staff retention

Positive support from governing

boards, creating trust between the

governing board and the agencies

Succession Planning

Weaknesses and Challenges

Barriers to new technologies (IT,

County Board, Liability, money, risk,

privacy concerns, lack of

understanding, staff capacity

Not a lot of capacity for staff to pick up

new or extra work

Unstable funding, constantly looking

for funding opportunities to keep staff

Getting support from governing boards

for unfunded requests

Workforce (pay-market sensitivity,

recruitment, no place for advancement,

generational differences)

Silo effect between MCH &

Community Health in local agencies

Divide between partners within the

different regions

Hard to show short term results for long

term outcomes

Opportunities

Embracing/Communicating with new technology

Accreditation to increase credibility

Sharing the agencies Public Health story (Elevator speech)

Buy in from governing boards on creating incentives for staff retention

Opportunity to really change public health practice with generational differences

(changing environment)

Government has to learn to adapt with the changing times and adapting to the changing

environment (funding constraints, public expectations)

Communications of what Public Health does, needs to become a part of our everyday

work, we need to create visibility

External Trends, Events and Other Factors


External Trends, events and other factors, that may impact MMS CHS include:

Affordable Care Act,

Dramatic changes of CHB composition (turnover of Commissioners)

MN Legislature regarding funding and resources for funding.

Potential for organizational structure changes by county boards.

Mission:

After review of previous reports, trends, and completion of the SWOC analysis, staff reviewed

the mission statement of MMS CHS. The mission statement had been in place for a number of

years and was revised to reflect a more accurate mission:

Vision:

A Vision summary and Vision Statements were developed by a brainstorming session. Staff

were asked: “Keeping in mind the assessment conclusions and mission, what does the Meeker-

McLeod-Sibley Community Health Services organization need to look like in 3 – 5 years?“ An

affinity grouping process was utilized to collect similar ideas; vision elements were identified to

capture the main themes. This identified and named the major elements of the vision statements.

In subsequent meetings after the initial facilitated session, staff further defined vision statements

based on the original brainstormed ideas.

Vision Statements

Public Health is Valued

MMS CHS will be a community leader in the roles of prevention/promotion/protection,

providing resources to residents of MMS counties. MMS CHS will commend successes of our

work therefore increasing awareness of public health as a trusted resource. MMS CHS will be

valued and gain visibility within the community by educating the public of our services.


Strong Public Health Workforce to meet community health needs

MMS CHS will encompass an agency culture which empowers staff to become creative leaders

who can work autonomously within a team. MMS-CHS will encourage and provide

opportunities for continuous learning in order to respond to the complex needs of the

community.

Improved Health Outcomes

MMS-CHS vision will project optimal health services for all residents leading to a decreased

incidence of prevention/chronic disease and unhealthy behaviors. Provision of preventative

services will lead to reductions in unhealthy lifestyle choices and behaviors resulting in longer

life spans for our residents.

Optimal use of technology

MMS CHS will use innovative technology to reach all populations within our communities to

communicate educate and serve. MMS –CHS will collaborate with our community and partners

to maximize the use of technology available. By utilizing innovate and advanced technology

MMS-CHS will empower employees to be more productive and efficient in their delivery of care

to the community.

Effective Collaboration

MMS CHS will engage and empower partners and stakeholders in collaborative prevention and

health promotion efforts through shared goals.

Informed Elected Officials

MMS CHS will ensure the education of local elected officials and policy makers on the work of

public health, the value of primary prevention, and generational differences. Provision of

education will increase understanding of the changing demographics of communities, their

public health needs and the needs of the local public health workforce. Through education

elected officials will understand and fully the value the work of public health.

Sustainable Funding

MMS CHS will continue to seek sources of funding to address our local priorities. MMS CHS

will work efficiently, creatively, and collaboratively to be community champions for ongoing

public health efforts

Fully Integrated Performance Management System

MMS CHS will strive to continuously improve the health of the community. This will be

completed by setting objectives, monitoring outcomes, reporting results and implementing

improvement plans.


Strategic Priorities

The final portion of the facilitated session included brainstorming actions necessary in order to

make the vision statements a reality. Similar to the vision process, an affinity grouping was

utilized to collect similar action steps and strategy elements were identified to capture the main

themes.

The strategies were identified as:

o Integrate Trending Technologies

o Continually Engage and Educate Policy Makers (elected officials)

o Integrate Performance Management

o Engage, Educate and Empower Communities

o Engage New and Existing Community Partners

o Seek Sustainable Funding

o Promote Ongoing Professional Development of Public Health Workforce

o Implement and Support Evidence Based Strategies to Improve Health Outcomes

A priority setting tool was implemented at a subsequent meeting to identify the top two strategies

to address at this point in the strategic planning cycle and develop action plans. Through the use

of the Interrelationship Digraph tool the top two strategies identified were: Integrate Performance

Management and Integrate Trending Technologies. Objectives, measures and action plans have

been developed and will be monitored on an ongoing basis.

Picture of QI tool used for brainstorming action plans for Integrating Trending Technologies


Through Meeker-McLeod-Sibley Community Health Service community health assessment and

community health improvement plan objectives, measures and action plans have been developed

in collaboration with Meeker-McLeod-Sibley Healthy Communities Collaborative. These

objectives, measures and action plans are specific to improving health outcomes for the counties

and thus are also part of MMS CHS strategy of: Implementing and supporting evidence based

programs to improve health outcomes. These objectives, measures and action plan are a truly

collaborative effort and are the responsibility of MMS CHS and the Healthy Communities

Collaborative. MMS CHS will continue to monitor progress on these objectives as well as

members of the Healthy Communities Collaborative. Objectives and measures in this strategy

are part of the larger Quality Improvement Plan for MMS CHS. Quality Improvement projects

will be implemented within MMS CHS and MMS Healthy Communities Collaborative to help

achieve the objectives.

Implementation and Communication of Plan

The 2012 – 2015 strategic plan represents an ongoing process of setting priorities, reflecting on

what is being learned, and taking realistic steps forward. The strategic plan provides the

organizational guideposts for CHB staff, county partners and board members to discuss and

determine where to focus time and resources. At the broadest level, the implementation of the

five year strategic plan occurs through the development and monitoring of the annual work plan.

The strategic planning team manages this process and oversees communication with agency staff

and the CHB.

In addition to reviewing the work plan annually, the strategic planning team will review health

indicator data every two years. Upon review of this data, the strategic plan will be updated or

changed as needed. Communication regarding progress and revisions of the plan will be

discussed with the MMS PET Team, individual Public Health Departments and the MMS CHS

Board. Various forms of communication will be used such as email, staff meetings, CHS Board

meetings and PET Team meetings. During a development year, the CHS Board and individual

public health staff will be updated on the progress and revisions of the plan. The MMS PET

Team will follow the maintenance plan for the Strategic plan on the following table.

Quarter/Year

(Calendar Year)

Activity

Q4- 2013 Review 2013 Work Plan

Develop 2014 Work Plan

Q4-2014 Review 2012 – 2015 Strategic Plan

Review 2014 Work Plan



Q2-2015 Review Health Indicator Data

Q3- 2015 Review 2015 Work Plan Begin development of 2016 – 2019 Strategic Plan

Q4-2015 Finalize 2016 – 2020 Strategic Plan


Action Plan

Initial strategies selected by MMS CHS for the first round of actions plan creation and

implementation are Integrate Performance Management and Integrate Trending Technologies.

Additional actions plans have been developed for implementation through the MMS CHS

Community Health Improvement Plan.

See Appendix B for the current Integrate Performance Management action plan, including

progress made in implementation of the plan.

See Appendix C for the current Integrate Trending Technologies action plan, including progress

made in implementation of the plan.

Linkages

The Minnesota Local Public Health Assessment and Planning Process (Appendix D – diagram

of the process) links the MMS CHS Strategic Plan with the Community Health Improvement

Plan (CHIP) and Quality Improvement Plan. One of the strategies identified during the MMS

CHS strategic planning process was improved health outcomes. As a part of the implementation

of the CHIP, three community-based subcommittees have created actions plans to address the top

three health concerns identified during the Community Health Assessment process. These action

plans are included in Appendix E. The Quality Improvement (QI) Plan links directly to the

Strategic Plan as one of the identified priorities is Integrate Performance Management. QI is an

important piece of creating a successful performance management system. The QI Plan lays out

how MMS CHS will create a QI culture. As a part of the performance management process, each

program-specific MMS CHS team will identify at least one performance measure based on

Results Based Accountability (RBA), as well as identify at least one SMART objective. Teams

will then develop action plans to meet their objective. Teams will complete a quarterly report

form on progress of objectives. If adequate progress is not being made towards an objective,

teams will incorporate quality improvement to help them reach their objective. By implementing

continuous quality improvement, MMS CHS teams will be creating a culture of QI and

performance management.

Organize

• Establish strategic planning team

• Organize logistics

• Find current mission, vision, and organizational values

• Planning Team Meeting #1

• Clarify purpose and review process

• Orient to process

• Develop stakeholder communication plans

Assess

• Compile materials to inform strategic plan (e.g., existing assessments and plans, customer satisfaction data, standards self-assessment, budget, etc.)


• Assess internal and external conditions

• Check out assessment with stakeholders

Facilitated Planning Session

• Planning Team Meeting #3 (8 hours)

• Develop or review mission and values statements

• Develop strategic vision and goals

• Establish workgroups to address strategic goal initiatives

Develop Action Plans

• Get feedback on draft vision and strategies

• Incorporate feedback into final vision and strategic priorities

• Work groups develop action plans for prioritized strategies

Implement


• Workgroups share action plans

• Celebrate and plan launch

• Communicate strategic plan to stakeholders

• Regular Check-Ins

• Plan progress• Celebrate

milestones• Ongoing

updates to stake-holders

Strategic Plan: Process Overview

MDH Office of Performance Improvement www.health.state.mn.us/lphap

Local and Tribal Public Health Strategic PlanningStrategic planning is a deliberate decision-making process that determines the direction in which the organization is going.

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APPENDIX A:

Strategic Planning Worksheet: Action Planning

Office of Performance Improvement, Minnesota Department of Health 4/20/2012

9/11/13

Strategic Priority: Integrate Performance Management

Goal (desired result related to the strategic priority): Staff are fully aware and engaged in the Performance Management framework at a program, agency and systems level.

#1 SMART Objective with expected results: (specific, measurable, achievable, relevant, time frame)

Adopt a performance management framework and principles in program and system level work by January 2016.

Status of Objective: Yearly performance management self-assessment tool completed by PET

Action Steps (Deliverables) w/ timeline By When Resources Needed Lead Person

Status of action steps w/dates

Provide education to county commissioners on performance management. Adopt a performance management policy Set-up a consistent schedule to update county commissioners on progress for CHS programs, PPMRS and Community Health Improvement Plans. PET will complete self-assessment on organization performance management on a yearly basis.

April 2015 April 2015 PPMRS- annual Summer CHIP- semi-annual Programs- quarterly Annually in January

Power point, handouts Policy A template report form will be developed that will track progress of each team’s objective. The report form will also be used to track the progress of CHIP. PPMRS reports are provided by MDH. Excel workbook. Years 2013 and 2014 completed

MT/Kerry PET PET/MT PET

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Appendix B:



#2 Objective: Staff will be able to apply and implement the components of the performance management framework within their program work by January 2016.


Status w/ dates

1) Staff training on RBA

2) Survey monkey sent to all staff to get staff’s baseline understanding of performance management. Will then complete on an annual basis to evaluate progress

3) Based on survey monkey results will research ongoing training opportunities. Will also determine how to educate on an on-going basis at the local level

4) Each team will complete an initial RBA process at a QI team meeting. All QI team members will participate with all teams. a) Each team will identify at

least one performance measure based on RBA

b) Each team will identify at least one SMART objective

c) Teams will then develop action plans to meet objective

d) Teams will complete quarterly report form on progress of objective

March 2014 March 2015 April 2015 12-29-14 and 3-6-15

Washington County staff to complete the training Will use survey monkey to create a staff survey to assess knowledge and implementation of performance management. MN Train (web), Results accountability workshop-Mark Friedman (DVD), MDH training, MN Office of Continuous Improvement Team members and team leader present, grant workplan if available.

Allie/Kerry Kerry/MT Allie/Kerry

3 county training held in Hutchinson on March 24, 2014

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5) At least annually each team will review performance measure and chosen objective to determine if any changes need to be made or if new objective needs to be identified. a) Each team will implement

quality improvement projects if not meeting objectives

Jan-March 2016

#3 Objective: (specific, measurable, achievable, relevant, time frame) Will develop a process to systematically review the strategic plan, QI and CHA/CHIP within the performance management framework by January 2016

Action Steps (Deliverables) w/ timeline By When Resources Needed Lead Person Status

PET will review the strategic plan on a semi-annual basis with action plans reviewed quarterly. PET will review the QI plan for alignment with the performance management policy and to ensure initiation of QI projects based on program SMART objectives, the strategic plan and/or CHIP SMART objectives.

April 2015 May 2015

Initial review of strategic plan 2015, then semi-annual. Initial review early May 2015.

PET PET



#4 Objective: Implementation of MMS CHIP will follow the performance management framework.


CHIP will be developed in collaboration with Healthy Communities Community Leadership Team and subcommittees. At least one SMART objective will be developed for each of the subcommittees under the CLT Progress on SMART objective will be reported semi-annual using a report template and then shared with CLT, commissioners and the community Quality improvement tools will be implemented if objectives are not being met or issues arise with implementation of CHIP

May 2015 Done (except DP&C) Initial report April-May 2015 On-going

Action plan template, identified SMART objective from each of the subcommittees

Assigned staff Assigned staff Assigned staff



9/11/13

Strategic Priority: Integrate Trending Technologies Goal (desired result related to the strategic priority): Fully implement PH Doc with a smooth transition

#1 SMART Objective with expected results: (specific, measurable, achievable, relevant, time frame) By April 1, 2015 MMS CHS Staff will be at a level 3 on a 0 to 5 (most comfortable) scale of knowledge/comfort level with the use of PH Doc

Status of Objective: Measure by sending out Survey Monkey



1) Assign Subject Matter Experts (SME) for PH Doc from each county a. Roles/responsibilities

2) Develop a process to identify issues and opportunities to facilitate change. a. Develop a team of SMEs who meet quarterly to

discover potential improvement plans for use of PH Doc.

b. The MMS CHS SME team will facilitate consistency between the 3 counties (charting guidelines)

c. Linkage with PH Doc and MCCC 3) Send out survey monkey initial survey monkey post implementation of

PH.Doc

4) SME’s, fiscal and MT to discuss and address results of survey monkey

5) Develop a continuous process to address consistency in charting, the potential of RBA within PH.Doc and use of KBS, identify anything not being captured through charting

5/13/14 08/31/14 April 2015 May 2015 May 2015

1) Staff buy in 2) SME training 3) Team members will

need infrastructure and information

4) Job duties/responsibilities

Develop survey monkey questions

MT 1) 5/2/14: baseline knowledge/comfort level of MMS CHS staff on PH doc is 0

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APPENDIX C:



#2 Objective: By October 1, 2015, all MMS CHS staff will be using PH Doc for documentation and program/agency evaluation as evidenced by use of performance management framework and dashboards. Action Steps (Deliverables) w/ timeline By When Resources Needed Lead

Person Status w/ dates

1) Training/development of objectives for PH Doc training 2) Ongoing training on day to day operations held at staff meetings 3) Annual agency reports to showcase what was done in the previous year 4) Ongoing training on performance management (dashboard)

MDH, OPI, other counties using performance management, glossary of terms



#3 Objective: By October 1, 2016 MMS CHS will achieve interoperability with other agencies evidenced by real-time sharing of data.


1) Identify information needed by all entities involved

2) Initiate conversations with local clinics/hospitals for exchange of data

3) Work with Ph.Doc to ensure interoperability

Jan 2016

#4 Objective:


Minnesota Local Public Health Assessment and Planning Process

Revised April 12, 2012

This diagram represents the re-vised Community Health Assess-ment and Action Planning (CHAAP) process.

For information on definitions and criteria for assessments and plans, please visit the Public Health Accreditation Board (PHAB) Standards and Measures, Version 1.0 at www.phaboard.org.

KEY

MDH Deliverables: Due February 2015

Organizational Processes

Community Processes

Office of Performance Improvement (651) 201-3880 [email protected]

Ass

ess

Prio

ritiz

e Pl

an

Impl

emen

t

Implement Plans Monitor Progress

Revise Plans as Needed

Quality Improvement

Planning Process Quality

Improve-ment Plan

Organizational Self-Assessment

Three Standards Most in Need of Improvement

Community Health Improvement Plan-

ning Process Community

Health Improve-ment Plan

Community Health Assessment

Organizational Strategic

Planning Process Strategic

Plan

Ten Most Important Community Health Issues

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APPENDIX D:

SMART Objective: Complete a pilot referral process between health care and community education organizations by April, 2016.

Dec. 2014 Updates Jan. 2015 Updates Feb. 2015 Updates Mar-15Quarter 1 Jan. -

March 2016

Quarter 2 Apr. -

June 2016

Logistics

Develop flow chart

Lead: PH

Set measures for evaluation

Lead: PH

Determine value for vouchers

Lead: Subcommittee

PH will continue to update

flow chart after each

meeting.

Decided up to $25.00

value for voucher

Identify challenges and

steps to overcome them

Lead: Subcommittee

Create system/process for

billing invoices

Lead: Ce and

Subcommittee

Identified fundign

source - asking

Healthy Communities

for $5,000 for pilot.

Invoices would be

processed through

Healthy Communities

Develop referral form

Lead:

Develop coupon

Lead:

Develop tracking

system for referrals

Lead:

Develop system for

coupon payment

Lead:

Revise system

based on results

and feedback from

pilot program

Lead:

Subcommittee

OutreachIdentification of

subpopulations targeted

Lead: Subcommittee

Decision made to use the

pilot process to identify

which subpopulations

come to the surface

through this process.

Identify system to cross

promote offerings

Lead: CE Director's Group

CE Directors

completed at CE

Directors meeting

Develop outreach plan.

Lead:

Health CareIdentify missing HC partners

Lead: Subcommittee

Rebecca follow up with

Meeker Memorial Clinic.

Tina was connecting with

GRHS.

Receive HC letters of

support

Lead:

Identify point of contact

person for each HC facility.

Lead:

HC

Secure HC organization

support for coupon

funding

Lead: HC

Decided letters of

support not needed at

this time since we are

not asking health care

organziations for

funding at this point.

Point people are being

identified.

Identify HC champions

to participate in pilot

referrals

Lead: HC

Target subpopulations

Lead:

Train/orient HC

champions

Lead: HC point of

contact

Community

EducationDiscuss subpopulations

Lead: Subcommittee

Decision made to leave it

to HC providers'

discretion. Part of pilot

project will be to assess

what groups of people

providers are giving

coupons to.

Contact CE partners not at

table (one-on-one mtgs)

Lead: CE

Assess suport

Lead: CE

Creat standard

identification symbol of

approved items (HC logo?)

Lead: CE

CE will use Healthy

Communities logo as

identification symbol.

Assess current class

availability

Lead: CE

Receive CE letters of

support

Lead: C

Create cross

promotional system

Lead: CE

Approval of universal

referral form and

coupon

Lead: CE

Train/orient CE

partners not formally

on committee

Lead: CE

Planning for

Expansion

HC champion pre-

survey or assessment?

Lead: PH & HC point

of contact

All HC pre-

survey/assessment

Obesity Prevention Subcommittee

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APPENDIX E:



9/11/13

Strategic Priority:

Goal (desired result related to the strategic priority): Increase Mental Health Awareness in Meeker, McLeod, and Sibley counties.


By 12/31/17, we will increase the number of Mental Health Referrals by 10% for persons in Meeker, McLeod, Sibley counties.

Status of Objective



1. Invite Susan Abderholden from NAMI to meeting 1/20/15 to generate discussion of Best Practices.

2. Identify potential barriers/Root cause, for obtaining Mental Health referrals in Meeker, McLeod, and Sibley counties

3. Develop Mental Health Awareness Campaign to be conducted during Mental Health Awareness month.

4. Healthcare Providers in Meeker, McLeod, and Sibley counties will be educated about available resources.

5. Number of Mental Health referrals

from Providers will be tracked from Meeker, McLeod, and Sibley county Healthcare.

1/30/15 9/30/15 5/31/16 12/31/16 6/30/17

Key Informant Interviews, Survey, Focus group Information of existing Mental Health resources located in all three counties and surrounding areas. Identify existing resource guides from each county. Tracking tool. Agreement to track referrals from different Sioux Trails Mental Health, Woodlands, Crow River Mental Health, Hutch Mental Health Outpatient quarterly beginning 3/31/15 and ending 9/30/17.

Rhonda Allie/Pam MH Team MH Team Allie/Pam

Complete.



#2 Objective: By 12/31/15 we will engage and recruit two new active Mental Health subcommittee members.


Status w/ dates

1. Partners in Meeker, McLeod,

Sibley counties will be identified.

2. Each current MH subcommittee

member will ask one potential new member to attend next meeting.

3. MH subcommittee Acton Plan will

be finalized.

Ongoing. 9/30/15 12/31/14

List of all potential partners in all three counties. List of all meeting dates for 2015-2017. SMART objectives, list of obtainable goals.

MH Team Rhonda MH Team

Complete. Complete.



9/11/13

Strategic Priority: Prevention and Wellness

Goal (desired result related to the strategic priority): Reduce number of deaths caused by heart disease in Meeker, McLeod, Sibley Counties


By December 2017 will increase the number of cardiovascular disease screenings by 5% for men ages 50-65

Indicators (how you know you are making a difference) Rates of screenings by defined data sources

Action Steps (Deliverables) Timeframe Rationale Lead Person


1. Identify screening measures

2. Identify potential data sources

3. Obtain baseline measure

4. Identify barriers for obtaining screenings

5. Identify work being done

promoting screenings

6. Identify evidence based strategies to increase screenings

7. Develop workplan for implementation of strategies and implementation of strategies

1st qtr. 2015 2nd qtr 2015 2nd qtr 2015 2nd-3rd qtr. 2015 3rd qtr 2015

Screening definition: Use of BP, and blood cholesterol screenings, according to American Heart Association MMS Community Survey, Clinic data Worksite data Individual vs combine databook Root cause analysis, survey, key interviews, focus groups, etc Research/ national campaign, statewide campaign, evidence based interventions

Documents

CHS Strategic Plan